Leaders and followers are both essential elements within the leadership process. While leaders have been widely studied, there has been limited research devoted to followers and their role in the leadership process. This quantitative study examined the relationship between followers’ perception of quality of relationship with their leaders and followers’ preferred leadership style from their leaders among 105 Certified Public Accountants working in the United States for U.S. companies with more than 1,000 employees. Three self-reporting scales were used to measure the study’s variables: the LMX-7 questionnaire was used to measure follower’s perceived quality of dyadic relationship with their leader and the MLQ (Form-5X) was used to measure follower’s preference for transformational leadership behaviors and transactional leadership behaviors from their leader. Pearson product moment of correlation (r) and t-tests determined positive, significant levels of relationship between follower’s perceived quality of relationship and follower’s preference for transformational leadership style as well as between follower’s perceived quality of relationship and follower’s preference for the transactional leadership subscale factor of contingent reward. The study also found that the level of preference for transactional leadership remained relatively consistent, regardless of the quality of relationship. Limitations to the study resulting from the uniquely Western culture and professional requirements of the sample group and recommendations for future research across more diverse groups and examining consequences resulting from followers having or not having their level of preference for leadership behaviors were discussed.